Abstract:
A multi-issue 1-on-1 internal negotiation between a manager (Sebastian) and his employee (Diane). Diane wants Sebastian’s feedback on her recent performance on X-Caliber as this will have a significant impact on if and when she will be promoted, but it's not all good news.

Pedagogical Objectives:
Obstacles to good communication.
Tools, skills and strategies for communicating more effectively, for better initiating and leading the negotiation process
Different types and purposes of feedback, why some are difficult to accept and learn from.
Tools and methods for engaging in more skillful feedback conversations.
Managing power and gender differences.

Abstract:
The case describes the transformation of Indian Railways, the world's largest employer with over 1.4 million employees, from near-bankruptcy to a profitable and viable business.
We follow Sudhir Kumar, Officer on Special Duty to the Minister of Railways, as he deals with the various constituencies in this highly successful turnaround of a government-run institution.

Pedagogical Objectives:
- Highlight the importance of managing stakeholders in a turnaround process
- Delivering results in a highly political environment

Abstract:
This case discusses the sale of a hotel in Dubai by an international western company to a local Arab group. Polygon Hotel Group hopes to sell the newly constructed building and then manage it as one of the properties in its chain, but it has little time, almost no cash in a market downturn, and only one bidder - Al-Shari. After many moves by Al-Shari to squeeze a better deal (which could be interpreted as cultural misunderstandings), a new company, Al-Badeel, trumps the Al-Shari offer. Now, Polygon has a BATNA and Al-Shari may lose a great deal, but there is more than power and culture at issue.

Pedagogical Objectives:
The fact that it is culture does not make it right - or wrong! The Polygon case aims to understand the negotiation dynamics as well as the influence of culture. The case sheds light on negotiation tactics as a lens to better understand cultural aspects, which aspects help or hurt win-win negotiations and to help participants understand how to negotiate culture.

Abstract:
In this two-party negotiation, a large oil company accuses a social venture supplier of overcharging and threatens to take its business to lower cost for-profit competitors. The two parties need to rekindle their collaborative relationship and re-establish the commercial logic to continue working together. The case casts the oil company in an aggressive role and puts the social entrepreneurs on the defensive to surface the stereotypes in the relationship.

Pedagogical Objectives:
1. Measuring social value – How to measure the intangible contribution of a social venture? 2. Partisan perceptions – What perception social and for-profit venture personnel have of each other? 3. Social value as a competitive advantage – Besides measuring social value, how to use it as a competitive advantage against for-profit competitors 4. Mending broken relatioinship – How to restore broken trust? 5. Value creation/option generation in multi-issue negotiation while separating relationship and substance

Abstract:
A multi-issue 1-on-1 collective bargaining agreement (CBA) negotiation between the Senior Manager of Labor Relations (Monika Schmidt) and the new head of the Astra Workers’ Federation (Karim Faizal). Astra Precision is the Indian subsidiary of a German auto company. Recently, when violence erupted over working conditions, Astra went into a lockout and lost $300 million.

Abstract:
This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).

Pedagogical Objectives:
• M&A and financial negotiations
• Increasing the number of parties increases complexity, bringing more opportunities but also more risks
• The importance of negotiating the process
• Don´t assume it is a competition before you consider all interests
• Negotiate based on expectation of value (rewards & risks), not of luck
• Legitimacy is what makes sense for the parties
• Avoid irrational or unethical decisions under pressure: lying, use of bargaining tactics, treating others as enemies, agent-principal conflicts of interest, parasitic value creation

Abstract:
A multi-issue 1-on-1 negotiation between an HR manager (May Hirewell) and a young MBA job candidate (Larry Dover). WABTY.com is one of the few internet companies still hiring despite the recent economic recession that has put a serious strain on the industry. Larry has been offered a job with WABTY.com and he is meeting with May to discuss the terms of a potential employment contract.

Abstract:
This case is a multi-party M&A negotiation between companies in the liquor business. The target company National Distilleries Corporation (NDC) is the target of two competitors, namely Liquor America (LA) and International Liquor (IL).

Pedagogical Objectives:
• M&A and financial negotiations
• Increasing the number of parties increases complexity, bringing more opportunities but also more risks
• The importance of negotiating the process
• Don´t assume it is a competition before you consider all interests
• Negotiate based on expectation of value (rewards & risks), not of luck
• Legitimacy is what makes sense for the parties
• Avoid irrational or unethical decisions under pressure: lying, use of bargaining tactics, treating others as enemies, agent-principal conflicts of interest, parasitic value creation

Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Abstract:
In this negotiation role-play between a promising new hire (Maria) and her experienced boss (Milo) in a large NGO, Maria has an ambitious mandate to develop a new initiative from scratch, while Milo has to tightly control budgets. Disagreement on the budget puts the relationship on a collision course.